Overview

This book explores how spirituality can improve an organization’s ability to respond to a crisis. It presents biblical examples of leading during a crisis to show how faith can be relied upon to lead during crisis situations. Further, it presents examples of leaders using their faith during trying times. In recent years, organizations have begun to prepare for crises, but scholarly research has not kept up with their efforts. Exploring topics such as communication, servant leadership, and resilience, this work stakes new ground in leadership theory and will foster future research into the role of spirituality during organizational crisis. 

Full Product Details

Author:   Steve Firestone
Publisher:   Springer Nature Switzerland AG
Imprint:   Springer Nature Switzerland AG
Edition:   1st ed. 2020
Weight:   0.454kg
ISBN:  

9783030449544

ISBN 10:   3030449548
Pages:   125
Publication Date:   29 May 2020
Audience:   Professional and scholarly ,  Professional & Vocational
Format:   Hardback
Publisher's Status:   Active
Availability:   Manufactured on demand  
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Table of Contents

"1.       Introduction              Humans have experienced crises since the beginning of time.  History tells us that since the earliest crisis, mankind has attempted to deal with these incidents, survive, learn from them, and be better for having survived them.  Leadership theory dates to the mid-19th century and the industrial revolution.  While leadership theory has developed extensively since it was first founded, crisis leadership theory has not developed on pace with general leadership theory.  Additionally, most books on leading during a crisis neglect to discuss how leaders can use spirituality and faith to help their organizations through these difficult situations.  This book is designed to provide the reader with an in-depth discussion of how they can better lead during a crisis by relying on their Christian faith.  While many books on crisis leadership (and general leadership theory, as a whole) tend to focus on the individual as the key component, this book will focus on the Christian faith as the major point of emphasis in crisis leadership.  Examples of how Christians have dealt with crisis in the past will be presented alongside specific examples from the Bible that reinforce the importance of faith in crisis leadership.                The focus of this book will be on crisis leadership instead of crisis management.  The distinction between the two is nuanced but is distinct and will be reinforced in the book but there may be a slight amount of overlap between the two in certain examples provided due to the quick reactions required during a crisis.  Much of the book will look at the attributes and behaviors seen in successful leaders and how faith can improve upon these two important areas for crisis leaders. 2.      What is crisis leadership?   Jeremiah 29:11  For I know the plans I have for you, declares the LORD, plans for welfare and not for evil, to give you a future and a hope.  1 Peter 5:1-4  The elders who are among you I exhort, I who am a fellow elder and a witness of the sufferings of Christ, and also a partaker of the glory that will be revealed: Shepherd the flock of God which is among you, serving as overseers, not by compulsion but willingly, not for dishonest gain but eagerly; nor as being lords over those entrusted to you, but being examples to the flock; and when the Chief Shepherd appears, you will receive the crown of glory that does not fade away.               A crisis is generally defined as a situation that develops quickly and requires a response from a person or an organization in order to mitigate the consequences.  Boin, McConnell, and Hart in (Cuoto, 2010) describe the subtle difference between crisis management and crisis leadership in the following statement, we should not assume that crises are simply bad news for leaders, with crisis management focused purely on damage limitation, both operationally and politically. Crises may also provide leaders with unique opportunities to discard old policies and commitments, kick-start new ones, reform public organizations, and reshape the political landscape by forging new coalitions. Here the point is that the immediate “clean up” of and reaction to a crisis fit much better in the definition of crisis management while the leader who uses the crisis to improve the organization is conducting crisis leadership.              Much like how scholars have generally defined leadership and management as different entities, crisis leadership and crisis management will be similarly treated with crisis management concentrating more on an individual crisis and crisis leadership concentration on how different crisis can be compared and how leaders can prepare their organizations to better handle these situations (Mitroff, 2011). Boin, McConnell, and Hart (in Cuoto) (2010) explained the importance of perception to crisis in the following definition: In sum, crises are the combined products of unusual events and shared perceptions that something is seriously wrong. However, no set of events or developments is likely to be perceived fully uniformly by members of a community. Perceptions of crisis are likely to vary not only among communities—societies experience different types of disturbances and have different types and levels of vulnerability and resilience—but also within them, reflecting the different biases of stakeholders as a result of their different values, positions, and responsibilities. These differential perceptions and indeed accounts of a crisis set the stage for crisis leadership.  (p. 230) Crisis leadership is important to both the student and the current leader.  This book will serve as a guide for them to incorporate their faith into their leadership as they stay faithful with the knowledge of what God has done, what He can do, and what He has promised to do. 3.      Personal crisis and relationship to organizational crisis leadership   Corinthians 4:16-18  So we do not lose heart. Though our outer self is wasting away, our inner self is being renewed day by day. For this light momentary affliction is preparing for us an eternal weight of glory beyond all comparison, as we look not to the things that are seen but to the things that are unseen. For the things that are seen are transient, but the things that are unseen are eternal. Mark 14:34-36  “And He said to them, 'My soul is deeply grieved to the point of death; remain here and keep watch.' And He went a little beyond them and fell to the ground and began to pray that if it were possible, the hour might pass Him by. And He was saying, 'Abba! Father! All things are possible for You; remove this cup from Me; yet not what I will, but what You will.'"" Ps. 34:18  “The LORD is close to the brokenhearted and saves those who are crushed in spirit.”             Everyone has experienced some form of crisis in their lives.  While the magnitude of the crises may vary, it cannot be denied that we live with crisis as a fundamental experience in our lives.  How we respond to these crises shapes who we are and what we become.  The common thread from the Bible verses listed at the beginning of this chapter is that God is with them in each case.  No matter how dire the circumstances, God is close to the individuals and is there to provide comfort and hope.  Personal crises that we see come from deaths, disappointment, relationships, and disasters.  Organizations must also experience crises but in a somewhat different manner.             Organizations experience crises that are somewhat different than what is experienced personally.  Organizations do experience deaths, disappointments, and disasters, the way they are experienced by the organization are different since the impact is felt by a collection of people forming the organization.  Since this impact is different the response is also many times different.  A leader must understand the similarities and difference between an organizational and personal crisis and they must understand that they should learn from their personal struggles and apply what they have learned to their leading of their organization.                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                                      4.      Difference between Spiritual leadership and spiritual leadership   Philippians 4:6-7  Do not be anxious about anything, but in everything by prayer and supplication with thanksgiving let your requests be made known to God. And the peace of God, which surpasses all understanding, will guard your hearts and your minds in Christ Jesus.                      The research on both spiritual leadership and crisis leadership is small but has grown steadily over the past 20 years.  Overall, the research on spiritual leadership has tended to show that leaders who emphasize spirituality in the workplace tend to inspire their employees more.  Additionally, research shows that when workplace spirituality is encouraged employees tend to perform better (Williams, Brandon, Hayek, Haden, & Atinc, 2017).  The scholarly work on crisis leadership has primarily come in the form of case study analyses of the various major corporate and governmental responses to major crises (Couto, 2010).  This chapter will provide an overview of the literature available and will explain where there is room for additional research to make a large impact on the leadership field.             In recent years the focus of spirituality has increased in the workplace.  This workplace spirituality is sometimes defined as an emphasis on a person’s soul and spirit with the leader encouraging the employee to seed inspiration and guidance from the organization.  Somewhat akin to servant leadership, this focus on worker spirituality focuses less on production and more on human virtues such as patience, compassion, and responsibility (Fry and Slocum, Jr., 2008, p. 89).             Spirituality is many times used synonymously with religion and religion certainly has a great deal to do with the spiritual being of its followers.  While religion is “concerned with a system of beliefs, ritual prayers, and ceremonies,” spirituality in the workplace setting where peace and contentment motivate and guide employees (Fry and Slocum, Jr., 2008, p. 89). Whereas religious practice follows set actions and has a defined structure; spirituality is typically seen as separate from human-made set practices. Despite religion’s sometimes perceived negatives, such as adhering to rigid rules-based when following spiritual practices, religion does provide the foundation for engaging in service to others, a key part of spirituality (Phipps, 2012, p. 179).  This chapter will discuss key characteristics for modeling workplace spirituality and will offer suggestions to leaders on how to incorporate spirituality in the workplace and in their leadership style.  The role of Spirituality of employees dealing with a crisis will be the main focus of this chapter.  Several examples will be provided to show how leaders can use spirituality to help their organizations during a crisis.  5.      Reasons to rely on Christ during a crisis   Deuteronomy 31:6 Be strong and courageous. Do not fear or be in dread of them, for it is the LORD your God who goes with you. He will not leave you or forsake you.                       The Bible has many examples of people and leaders dealing with crises.  This chapter will provide examples of biblical figures dealing with a crisis and will compare their response to the suggested steps from the previous chapter.  The Bible tells us early on to expect crises when it is written that “Yet man is born to trouble as surely as sparks fly upward.”  Jesus tells us that God “cuts off every branch in me that bears no fruit, while every branch that does bear fruit he prunes so that it will be even more fruitful” (John 15:2).  This seems to indicate that we should expect trials in our lives.  The Bible encourages leadership and reliance on faith in times of need in Romans when it is written, “Be joyful in hope, patient in affliction, faithful in prayer. Share with the Lord’s people who are in need” (12:12-13).  We see a similar statement in Hebrews where it is written, “Lay aside every weight, and the sin which so easily ensnares us, and let us run with endurance the race that is set before us, looking unto Jesus the author and finisher of our faith” (12:1–2).  The bottom line is that we need to be willing to lead but we must do so understanding that God is there to provide for us and guide us. 6.      Importance of communication during a crisis   Proverbs 12: 25  Anxiety weighs down the heart, but a kind word cheers it up. Ephesians 4: 29  Do not let any unwholesome talk come out of your mouths, but only what is helpful for building others up according to their needs, that it may benefit those who listen Psalm 19:14 (ESV)  “Let the words of my mouth and the meditation of my heart be acceptable in your sight, O LORD, my rock and my redeemer.”             One of the most important parts of leadership is communication (Schein, 2010; Kouzes & Posner, 2002).  Expedient, clear, and transparent communication is even more vital during times of crisis.  Leaders need to concentrate not only on the actions they will direct in response to a crisis but also on the tenor and content of their communications regarding the crisis.  Leaders must not only communicate with their employees, but they also have a responsibility to communicate to all the stakeholders of their organizations including customers, suppliers, contractors, competitors, and the community at large.  This chapter will discuss the importance of communication during crisis response.  Additional examples from the Bible showing where people communicate well during crises will be presented.  David’s response to several tough situations and the words he spoke show the best way to handle a crisis.  Similarly, King Solomon’s emphasis on sharing a good word to lift up others is vital to the manner with which a leader responds to a crisis. 7.      Steps to take during a crisis   Ephesians 6: 10-17.  Finally, be strong in the Lord and in his mighty power. Put on the full armor of God, so that you can take your stand against the devil’s schemes.  For our struggle is not against flesh and blood, but against the rulers, against the authorities, against the powers of this dark world and against the spiritual forces of evil in the heavenly realms.  Therefore put on the full armor of God, so that when the day of evil comes, you may be able to stand your ground, and after you have done everything, to stand.  Stand firm then, with the belt of truth buckled around your waist, with the breastplate of righteousness in place, and with your feet fitted with the readiness that comes from the gospel of peace.  In addition to all this, take up the shield of faith, with which you can extinguish all the flaming arrows of the evil one.  Take the helmet of salvation and the sword of the Spirit, which is the word of God.             This chapter will provide a concrete method for dealing with a crisis while also stressing the importance of planning and practicing crisis response procedures.  The steps below are loosely based upon the Crisis Action Planning (CAP) procedures used by the military when they plan and respond to a crisis.  The steps are simple and are sequenced to ensure that a leader can step through them at a pace that is both deliberate and that allow for rapid response as needed.    Before discussing the steps to take when dealing with a crisis this chapter will focus on the importance of having a crisis response plan that is assessed and exercised regularly to ensure the plan is up to date and employees are familiar with it.  Additionally, this chapter will discuss the differences between situations requiring an immediate response with those that are more enduring crises.             Next, the direct steps for crisis response will be presented using the acronym of S.C.O.R.E.  These steps, while loosely based on military principles, will be supplemented and improved with Christian principles and examples. Situational awareness.  In the military, it is common to hear leaders during a crisis ask their subordinates to provide them with an update to build their situational awareness.  This is a very key step in any crisis response.  Understand that the situation is bigger than what you see, and that God is at work in you to better understand the situation.  This initial assessment is key to the next steps taken.  This situational awareness will be constantly updated but getting this first assessment right is critical. Communicate.  Leaders must communicate throughout crisis but communicate their estimate of the problem and the initial actions to be taken as soon as possible.  Communication is one of the most important parts of crisis response, but it must be consistent and timely.  Leaders can inspire their employees and calm them during the challenge of a crisis. Options.  Determine potential options or as the military says, Courses of Action (COA) that can be taken.  These options should be prepared by your senior leaders and should build upon your established plan with these options or COAs developed for the unique situation.  The Word of the Bible should be consulted in helping to decide which COA to choose.  It is important to ensure you have employees involved in planning for the crisis and have them as part of the response. Refine.  Adjust your plan and select the best course of action for the crisis.  Leaders need to stay engaged during the response and be prepared to make adjustments to the plan. Enable.  Allow your team to respond and execute the plan.  It is sometimes difficult to delegate in normal situations.  During a crisis, many leaders feel like they need even more control and have even more difficulty allowing their employees to act.  This fear of delegating during a crisis needs to be overcome in order to successfully recover from a crisis. Throughout the crisis, a leader should pray and encourage their employees to pray, meditate, or reflect on the situation in order to better deal with the crisis and their response. 8.      How Spiritual crisis leadership can help an organization grow   1 Kings 19: 3-9 Elijah was afraid[a] and ran for his life. When he came to Beersheba in Judah, he left his servant there, while he himself went a day’s journey into the wilderness. He came to a broom bush, sat down under it and prayed that he might die. “I have had enough, Lord,” he said. “Take my life; I am no better than my ancestors.”  Then he lay down under the bush and fell asleep.  All at once an angel touched him and said, “Get up and eat.”  He looked around, and there by his head was some bread baked over hot coals, and a jar of water. He ate and drank and then lay down again.  The angel of the Lord came back a second time and touched him and said, “Get up and eat, for the journey is too much for you.”  So he got up and ate and drank. Strengthened by that food, he traveled forty days and forty nights until he reached Horeb, the mountain of God.  There he went into a cave and spent the night.   Matthew 22:37-40 ‘Love the Lord your God with all your heart and with all your soul and with all your mind.’ This is the first and greatest commandment. And the second is like it: ‘Love your neighbor as yourself.’ All the Law and the Prophets hang on these two commandments.”               While a crisis can challenge the leader and the organization almost to a breaking point it is important to understand that crisis can also be an opportunity for growth.  This chapter will discuss the ways leaders can improve their leadership abilities and the culture of their organization during a crisis.  Moreover, this section will discuss how crisis is a part of our working life that we must accept.  Veith (2002) summed this conclusion up when he wrote:   God sometimes refreshes us with victories, and glories of every kind await us in the everlasting life that He has prepared for His people.  Jesus died, but then rose again and ascended into Heaven, and the next time He will come as the creed says, “with glory.”  So there is glory in the Christian life, but in the meantime, we must bear our crosses.  And when we do, we find that we are driven to depend on Jesus more and more.  Our prayers intensify, we cling to His Work, and our faith grows deeper and deeper as find that Jesus, who bore our sufferings as well as our sins (Isaiah 53:4), takes up our crosses into His cross. (p. 145)               This reliance on God is the cornerstone of spiritual leadership and is even more relevant to leaders navigating difficult waters with their organizations during a crisis.  Sanders (2007) summed this up brilliantly when he wrote, “The Christian leader need not fear that care of the flock of God will be too heavy a burden.  By God’s invitation, the leader can transfer the weight of spiritual burdens onto shoulders bigger, stronger, broader, and durable.” (p. 50)    9.      Crisis leadership and development of organizational resilience   Corinthians 13: 4-7.  Love is patient, love is kind. It does not envy, it does not boast, it is not proud.  It does not dishonor others, it is not self-seeking, it is not easily angered, it keeps no record of wrongs.  Love does not delight in evil but rejoices with the truth.  It always protects, always trusts, always hopes, always perseveres.                 Crisis leadership plays an integral role in the strategic planning that an organization must do to stay ahead of the changes it will undoubtedly experience.  Strategic planning focuses on analyzing the external and internal environment, forecasting future trends and events, and preparing the organization to succeed regardless of what happens.  Crisis leadership is instrumental in preparing an organization to respond to these future events and should be incorporated into the organizations planning process (Abraham, 2012).             Strategic planning is also crucial for a leader to identify and nurture the organization’s culture.  Spiritual leaders will be able to leverage their strategic and crisis planning preparation to ensure their reliance on spirituality is understood throughout the organization.  Employees who are encouraged to be spiritual are more effective and are happier and by including them in the planning process they can be further encouraged to be spiritual.             A leader must work before during and after a crisis to ensure his organization has a high level of resiliency.  This should be fostered at the individual, group, and overall organizational level.  By encouraging spirituality and using their faith, leaders can best strengthen this resiliency and assure the organization can make it through the crisis.  The section will include support from studies that have shown that spirituality leads to personal resiliency and prepares people to persevere during a crisis. 10.  Servant leadership and crisis leadership   Matthew 20: 25-28  Jesus called them together and said, “You know that the rulers of the Gentiles lord it over them, and their high officials exercise authority over them.  Not so with you. Instead, whoever wants to become great among you must be your servant,  and whoever wants to be first must be your slave— just as the Son of Man did not come to be served, but to serve, and to give his life as a ransom for many.” Mark 9:35  And He sat down, called the twelve, and said to them, 'If anyone desires to be first, he shall be last of all and servant of all.' 2 Timothy 2:24-25  And a servant of the Lord must not quarrel but be gentle to all, able to teach, patient, in humility correcting those who are in opposition, if God perhaps will grant them repentance, so that they may know the truth,                 While reading a book on crisis leadership the reader might ask, “Which leadership style is best suited for dealing with a crisis.  There are many different leadership styles and theories that could be evaluated but for this book, but I have chosen to only review the relationship between servant leadership and crisis leadership.  The presentation will be theoretical with  examples of servant leaders who have been successful during crisis situations.             The reason servant leadership will be the only leadership style discussed is due to the limited space in the book.  An entire book could likely be written evaluating which leadership style may serve best during a crisis.  To the author, servant leadership fits best when considering which leadership style will have the best results in a crisis due to the emphasis on serving those in the organization.  The previous nine chapters of this book discuss in much detail the importance of the leader’s response to a crisis on those in the organization, as well as other stakeholders.  This discussion in nicely with the theory of servant leadership but does run counter to the general concept of leadership.  Northouse (2019) explains this point best, “Servant leadership is a paradox – an approach to leadership that runs counter to common sense.  Our everyday images of leadership do not coincide with leaders being servants.”  11.  Conclusion                   The concluding chapter will reiterate the thesis of the book that leaders can better lead their organizations by following the steps provided that have been shown to work and by concentrating on spirituality in their preparation and response to a crisis.  The importance of prayerful meditation will also be reinforced in this chapter."

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Steve Firestone is Associate Professor in the School of Business and Leadership and is the Director of the Master of Arts in Organizational Leadership Program at Regent University, USA. His research interests include crisis leadership, the multigenerational workforce, spirituality in the workplace, and innovation leadership.

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